@article{17860,
  abstract     = {{Purpose
The purpose of this paper is to identify strategic options and challenges that arise when an industrial firm moves from providing smart service toward providing a platform.

Design/methodology/approach
This conceptual study takes on a multidisciplinary research perspective that integrates concepts, theories and insights from service management and marketing, information systems and platform economics.

Findings
The paper outlines three platform types – smart data platform, smart product platform and matching platform – as strategic options for firms that wish to evolve from smart service providers to platform providers.

Research limitations/implications
Investigating smart service platforms calls for launching interdisciplinary research initiatives. Promising research avenues are outlined to span boundaries that separate different research disciplines today.

Practical implications
Managing a successful transition from providing smart service toward providing a platform requires making significant investments in IT, platform-related capabilities and skills, as well as implement new approaches toward relationship management and brand-building.

Originality/value
The findings described in this paper are valuable to researchers in multiple disciplines seeking to develop and to justify theory related to platforms in industrial scenarios.}},
  author       = {{Beverungen, Daniel and Kundisch, Dennis and Wünderlich, Nancy}},
  issn         = {{507-532}},
  journal      = {{Journal of Service Management}},
  keywords     = {{Smart service, Platform, Interdisciplinary research, Manufacturing company, Smart service provider, Platform economics, Information systems, Multi-sided markets, Business-to-business (B2B) markets}},
  number       = {{4}},
  pages        = {{507--532}},
  publisher    = {{Emerald Insight}},
  title        = {{{Transforming into a Platform Provider: Strategic Options for Industrial Smart Service Providers}}},
  doi          = {{10.1108/JOSM-03-2020-0066}},
  volume       = {{32}},
  year         = {{2021}},
}

@phdthesis{23379,
  abstract     = {{Mit der zunehmenden Bedeutung von digitalen Lösungen und innovativen Dienstleistungen geht eine signifikante Transformation des produzierenden Gewerbes einher. Die Digitalisierung führt zu intelligenten Produkten, die Daten generieren und über das Internet austauschen. Auf Basis dieser Daten können Produkthersteller gänzlich neue digitale Dienstleistungen anbieten, sogenannte Smart Services. Ihre erfolgreiche Umsetzung ist essentiell, um in der Wettbewerbsarena der Zukunft bestehen zu können. Die Gestaltung eines Smart Service-Geschäfts ist jedoch nicht trivial. Ziel der vorliegenden Arbeit ist eine Systematik zur Entwicklung von Smart Service-Strategien im produzierenden Gewerbe. Die Systematik besteht aus drei Bestandteilen: der Erste ist die Konzeption von Smart Service-Strategien im Sinne eines Referenzmodells. Sie definiert die auszugestaltenden Aspekte. Der Zweite ist das Gestaltungswissen. Es werden Normstrategien und Funktionalitäten im Kontext von Smart Services für die Strategieentwicklung bereitgestellt. Die Strategieentwicklung wird im dritten Bestandteil adressiert, einer Methode bestehend aus einem Vorgehensmodell und unterstützenden Hilfsmitteln. Das Vorgehensmodell orchestriert den Einsatz der Hilfsmittel und des Gestaltungswissens. Resultat ist eine Smart Service-Strategie, die die Vision für das Smart Service-Geschäft sowie den Weg zu deren Realisierung darstellt. Die Systematik wurde anhand eines Unternehmens des Sondermaschinenbaus erfolgreich validiert.}},
  author       = {{Koldewey, Christian}},
  isbn         = {{978-3-947647-18-7}},
  keywords     = {{Smart Service, Strategie}},
  pages        = {{4, 217, A--41}},
  title        = {{{Systematik zur Entwicklung von Smart Service-Strategien im produzierenden Gewerbe}}},
  doi          = {{10.17619/UNIPB/1-1167}},
  volume       = {{399}},
  year         = {{2021}},
}

@article{20363,
  abstract     = {{Die Verfügbarkeit von Daten aus dem Betrieb hat durch die Einführung von vernetzten intelligenten Fertigungssystemen (cyber-physische Systeme) stark zugenommen. Hieraus eröffnen sich Erfolg versprechende Möglichkeiten für Smart Services und damit verbundene neue Geschäftsfelder. Voraussetzung für den Eintritt in ein neues Geschäft mit Smart Services ist eine fundierte Geschäftsstrategie. Wir zeigen die zentralen Gestaltungsfelder von Smart Service-Strategien auf und erläutern, wie sechs von uns ermittelte Normstrategien bei der Formulierung einer attraktiven Strategie helfen können.}},
  author       = {{Koldewey, Christian and Frank, Maximilian and Gausemeier, Jürgen and Bäsecke, Alexander and Reinhold, Jannik and Dumitrescu, Roman}},
  journal      = {{ZWF Zeitschrift für wirtschaftliche Fabrikplanung}},
  keywords     = {{Smart Service, Digitalisierung, Industrie 4.0}},
  number       = {{7-8}},
  pages        = {{524--528}},
  publisher    = {{Hanser}},
  title        = {{{Systematische Entwicklung von Normstrategien für Smart Services}}},
  doi          = {{10.3139/104.112297}},
  volume       = {{115}},
  year         = {{2020}},
}

@inbook{20365,
  abstract     = {{Today’s manufacturing industry is confronted with fundamental changes in value creation. The tension between the two megatrends of digitization and servitization leads to new hybrid market offerings, so-called smart services. Corresponding business models and value networks fundamentally differ from traditional ones. Developing smart services requires an advanced management of business models and new competences in young disciplines, while their provision requires new internal and external organizational structures or processes. To strengthen their competitive position, manufacturing companies need to extend their business model portfolios and adapt their value networks. However, the highly complex transformation of value creation especially challenges small and medium-sized companies due to limited competences and resources. They must consider opening their boundaries and collaborating with partners. In this chapter, we introduce a basic framework for designing smart services and present a methodology for the planning of a smart service business integrating external partners. The methodology is structured into five phases: Examination of smart service portfolio, analysis of business models and environment, business model portfolio planning, competence identification and analysis, and value creation planning. The methodology is explained by an example on cable marker printers.}},
  author       = {{Koldewey, Christian and Reinhold, Jannik and Dumitrescu, Roman}},
  booktitle    = {{Managing Digital Open Innovation}},
  editor       = {{Barlatier, Pierre-Jean and Mention, Anne-Laure}},
  isbn         = {{978-981-121-923-8}},
  keywords     = {{Smart Service, Digitalisierung, Industrie 4.0}},
  pages        = {{255--298}},
  publisher    = {{World Scientific Publishing Company}},
  title        = {{{Planning a Smart Service Business Integrating External Partners}}},
  doi          = {{10.1142/9789811219238_0010}},
  volume       = {{Volume 5}},
  year         = {{2020}},
}

@article{4684,
  abstract     = {{Recent years have seen the emergence of physical products that are digitally networked with other products and with information systems to enable complex business scenarios in manufacturing, mobility, or healthcare. These “smart products”, which enable the co-creation of “smart service” that is based on monitoring, optimization, remote control, and autonomous adaptation of products, profoundly transform service systems into what we call “smart service systems”. In a multi-method study that includes conceptual research and qualitative data from in-depth interviews, we conceptualize “smart service” and “smart service systems” based on using smart products as boundary objects that integrate service consumers’ and service providers’ resources and activities. Smart products allow both actors to retrieve and to analyze aggregated field evidence and to adapt service systems based on contextual data. We discuss the implications that the introduction of smart service systems have for foundational concepts of service science and conclude that smart service systems are characterized by technology-mediated, continuous, and routinized interactions.}},
  author       = {{Beverungen, Daniel and Müller, Oliver and Matzner, Martin and Mendling, Jan and vom Brocke, Jan}},
  issn         = {{14228890}},
  journal      = {{Electronic Markets}},
  keywords     = {{Boundary object, Internet of things, Service science, Smart products, Smart service}},
  pages        = {{7--18}},
  publisher    = {{SpringerNature}},
  title        = {{{Conceptualizing smart service systems}}},
  doi          = {{10.1007/s12525-017-0270-5}},
  volume       = {{29}},
  year         = {{2019}},
}

@article{3490,
  abstract     = {{Digital interactions among businesses and consumers through powerful information systems and omnipresent connected devices establish today’s networked society. In this light, Service Science continues to take root as a research discipline that focuses on the integration of (digital) resources by service providers and service customers for value co-creation in service systems. Rapid advances in information technology allow for designing novel information systems that enable entirely new configurations of service systems. In turn, Service Science also leaves its mark on the design, adoption, and use of information systems and technology. With this special issue, we compile a set of timely papers that investigate selected facets of the complex interplay between information technology, information systems, and Service Science to design innovative IT artifacts for smart service. This editorial opens this special issue by elaborating on our understanding of smart service.<br}},
  author       = {{Beverungen, Daniel and Matzner, Martin and Janiesch, Christian}},
  journal      = {{Information Systems and E-Business Management}},
  keywords     = {{Information system, Smart service, Service system}},
  pages        = {{781–787}},
  title        = {{{Information systems for smart services}}},
  doi          = {{10.1007/s10257-017-0365-8}},
  year         = {{2017}},
}

@article{4951,
  abstract     = {{Despite the rapid growth and potential of technology-based services, managers' greatest challenges are gaining customer acceptance and increasing usage of these new innovative services. In the B2C field, studies of self-service technology show that perceived risk is an important factor influencing the use of service technology. Though prior research explores different risk types that emerge in consumer settings, risk perception in the B2B setting lacks a detailed examination of different risk types influencing technology-based service adoption. Data from 49 qualitative interviews with providers and customers in two different B2B industries inform this study. The findings emphasize the importance of functional and financial risks in a B2B context and show that business customers' personal and psychological fears hinder their use of technology-based services. Results highlight differences in risk perception and evaluation between customers and providers.}},
  author       = {{Paluch, Stefanie and Wünderlich, Nancy}},
  journal      = {{Journal of business Research}},
  keywords     = {{Risk perception, Technology-based service innovations, Business-to-business context, Interview study, Risk categories, Smart service}},
  number       = {{7}},
  pages        = {{2424----2431}},
  publisher    = {{Elsevier}},
  title        = {{{Contrasting Risk Perceptions of Technology-Based Service Innovations in Inter-Organizational Settings.}}},
  volume       = {{69}},
  year         = {{2016}},
}

@article{5715,
  abstract     = {{Smart interactive services, in contrast with other technology-based services, require significant human-to-human interaction and collaboration in addition to the service provided by the embedded technology itself. The authors’ foundational Delphi study confirms smart interactive services (e.g., remote diagnosis, remote repair of equipment, and telemedicine) are a rapidly growing innovation category across industries. Yet, gaining user acceptance of these types of services presents a significant challenge for managers. To address this challenge, the authors employ a grounded theory approach, drawing on depth interviews, to develop a framework of barriers and facilitators to users’ attitudinal and behavioral responses to smart interactive services. The findings reveal a new set of beliefs that are critical in this context. These beliefs are tied to the human element and specifically pertain to beliefs about the “service counterpart (SC),” who is the provider’s employee controlling the technology. Control, trustworthiness, and collaboration beliefs emerge jointly as important and interrelated influencers tied to the SC. Contrary to conventional wisdom that focuses on features of the technology itself to gain user acceptance, this research encourages providers to emphasize the interpersonal elements of the service by providing control cues, raising social presence, and enhancing human trust mechanisms.}},
  author       = {{Wünderlich, Nancy and Wangenheim, Florian V and Bitner, Mary Jo}},
  journal      = {{Journal of Service Research}},
  keywords     = {{service technology, technology-mediated service, service counterpart, smart service, remote service, technology adoption}},
  number       = {{1}},
  pages        = {{3--20}},
  publisher    = {{SAGE Publications Sage CA: Los Angeles, CA}},
  title        = {{{High Tech and High Touch: A Framework for Understanding User Attitudes and Behaviors Related to Smart Interactive Services.}}},
  volume       = {{16}},
  year         = {{2013}},
}